David Renschler

Renschler said although the past year has been challenging, the most important long-term accomplishment has been getting the city turned in the direction of electrification for not only transit and on-road, but also off-road units. The first step was to work with multiple consultants and agencies to map out what the needs will be and what resources will be required.

Fleet has installed eight medium-duty through heavy-duty vehicle chargers, taken delivery of two lithium-ion forklifts, and has four medium-duty EVs on order. These vehicles are parts of a pilot program to make sure all of the behind-the-scenes hardware, software, revenue streams, and policies will work out as planned.

"The details most folks don’t realize they will even need to do are going to make all the difference in a successful project or a failed project. This is one of the largest projects anyone will take on in their fleet career, and will require every skill you have attained over your career," he said. Approximately 23 partner agencies were needed to work together for the comprehensive plan. He's also happy to be passing on the knowledge he's gained by speaking at multiple venues such as GFX, Fleet Forward, ACT Expo, NAFA, and Clean Cities to help other fleet managers understand the complexities of converting to electricity as a fuel source.

Matthew Case

As a results-based division, fleet is continuously looking for opportunities to save money and improve customer service. During a recent cost benefit analysis, Case's team reviewed multiple classes of equipment. While reviewing the data, they denoted one class continuously had requests for a larger engine option during the department spec meeting.

After specification review and powertrain comparison, the standard engine provided almost identical performance along with similar GCWR and towing rating than if the larger optional engine was chosen. This provided a savings of over 1,000 gallons of fuel over the life cycle of the asset. Total cost benefit savings will be 160,000+ gallons of fuel saved; this along with the engine option that is no longer needed will net a cost savings to the fleet of $656,640, and no level of service disruption to the asset user.

Another significant challenge and accomplishment was the review and submission of Fleet Administration Policies and Procedures for the American Public Works Association accreditation initiated by the county's Public Works Department.

This was completed in addition to the continued COVID-19 support the division provides for Public Safety, Health Department, and Code Enforcement work groups. Upon review, APWA accreditation was awarded to the Fleet Division, along with best practices noted in multiple sections. These will be shared with fellow properties to assist with their operations and future accreditations.

Barbara McCormack

Barbara is most proud of her team. After staving off outsourcing in 2021 and gaining approval to fill four frozen technician positions, fleet proceeded to rebuild its team. Sixty-six percent of the city's technicians were new hires in 2021. The team needed to integrate, train, and mentor during real world situations while supporting first responders during natural disasters and fueling emergency generators during mandated power shut offs, all while completing regulatory requirements on time.

The city started the year with 11% preventive maintenance (PM) compliance and ended it with 98% PM compliance and completed 1,007 backlogged repairs. The fleet team’s pride in doing their jobs and doing them well is exceptional, and it was not at all easy for them to have vehicles lined up waiting for service knowing they could not keep the same pace as they had before. They persevered and rose to the challenge. Their focus remained the safety of the operators of the vehicles they maintain and the public they serve.

In response to the impact of shipping delays, vendor labor shortages, and a saturated vendor workforce, the city implemented new technology; developed its technicians’ skill levels on new equipment; and adjusted workflow to accommodate high priority projects such as programming of the entire police fleet’s tsunami/flood/fire evacuation system and replacing a fire ladder truck transmission in-house in eight days when it would have take a vendor nine weeks to complete.